Q16: Are these the goals you want AOG to have for 1997-1999?

1. Instill pride in the AOG membership.

2. Develop a strong bond of trust and confidence between the AOG membership and the AOG management.

3. Continue to improve the communication process between the AOG staff, AOG membership, the extended West Point family, USMA, the U.S. Army, and the American public.

4. Develop an AOG assistance package for graduates in the Army.

5.     (a) Monitor the expansion of the WPF and the development of the 2002 capital campaign.
        (b) Assist the WPF in soliciting 2002 gifts, particularly those directed to the Army Athletic Project.

6. Improve the coordination between USMA/AAA/AOG.

7. Develop a comprehensive compensation/benefit package for AOG employees.

A total of 940 graduates entered 1480 comments making recommendations for change and improvements to the AOG goals.  Graduates want goals supporting all graduates rather than one particular group.  They want efforts taken to bind all together through better communications and activities.  Increased efforts to gain public, congressional, and DOD support for West Point, as well as the AOG exercising greater influence on maintaining the highest of standards at USMA were strong points.  Many expressed a desire to see the return of regular commissions for graduates. The responses were categorized as follows. 
 

The following are the raw comments collected for this survey question.  The numbers serve only to identify the comment for this question and do not serve any other identification purpose:

[001]  1. AOG should be dedicated to representing USMA Graduates.

[002]  The current goals lists lacks a statment expressing a commitment to improving services to graduates, which is an extensive and welcome aspect of the current Exec Dir's stewardship. These should be specifically cited. An additional goal, unstated in this list, is that of providing a link between the graduate and the Corps of Cadets by furthering AOG financial support for cadet activities. I regard this as separate and distinct from WPF and Proj 2002 "monitorship."

[003]  I think AOG should do more in coordinating with the USMA staff to preserve traditions that should be preserved. Over the last few years, I think too many changes have been made capricously in the name of making USMA more like the "real army" which only exists in the minds of the thinker at the time. Cadets aren't privates and shouldn't be thought of that way, nor are they officers or NCOs. They are West Point cadets being trained to be leaders of characters. I don't think you can get there by training them to act like privates, etc. I would be gald to elaborate if you care to discuss this further.

[004]  I'm not sure what the goal of creating an "AOG assistance package for graduates in the Army" means. Assist with what? I hope within the AOG goals there is room for effort to preserve what in my day was called the "Thayer" educational system. Too many of the word of mouth changes I hear about seem to be remaking West Point in the image of a state university. Any outreach programs should be race and gender neutral.

[005]  They seem adequate, but 1,2 and 3 sound like you're not doing that now, when I believe you are. You just want to improve those functions.

[006]  Delete 2, 4, 5, and 7

[007]  Assist USMA graduates who have left active duty in finding employment and in networking.

[008]  The first two are standard, and are unneeded. The rest are very broad and does not tell anyone of the specific parameters you are trying to acheive. Also, goals need to be more focused on better use of donations to some extent. The buying of expensive statues etc. in the face of a budget crunch throughout the gov't is not prudent if the school is being cut dollars.

[009]  3 cheers for #4!!

[010]  (Ref para 3) If possible, could the AOG also look at improved communications with the legislative branch of the federal government?

[011]  Should the AOG be an organizaion that facilitates between the academy and it's graduates - increase awareness of ongoing academy programs, activities and needs; provide an active outreach program to broaden graduate involvement in AOG/Academy forums; develop programs to support the long terms needs of the academy and it;'s graduates.

[012]  These sound like "how do I get more money for the management".

[013]  Please be more specific/quantifiable. How do you intend to measure the progress made towards specific goal? When will you declare achievement of a goal? Again, I would look outside the Academy for what other educational institutions are aiming for, to ensure we have thought of everything and are comparing our performance to the "Best Practices" around. If this has been done then, we can improve our level of confidence that we have an effective AOG.

[014]  Open the books to graduates. Account for the 15% overhead that is currently taken from all checks. Provide details on the management of the endowment, ie rate of return.

[015]  Career transition services.

[016]  1. Instill pride. I do not find this appropriate. I am proud that I am a graduate of USMA, not that I am a member of the AOG. I do not think the AOG can do anything to increase my "pride" in being a USMA grad. 2. Bond of Trust. Since I understand that the AOG management are all USMA grads, I trust them. I just do not know what they actually do. 3. Improve communications: I would like to see an emphasis on communications with GAP - the Great American Public. I think the primary focus of the AOG should be to enhance the image of USMA in the eyes of GAP. The only publicity seems to be negative, we make the papers when there is a scandal of some sort, but do nothing to let people know of the good things that happen at USMA. 4. I do not know what kind of assistance is being contemplated. This should be more specific. 5. Fundraising seems to be appropriate 6. I did not know that there was a problem with the current coordination between these entities. If there is, it should be easily solved and should not require much effort. If it is a significant problem, I would need more information about the problems to determine the source - perhaps the source is the AOG itself. 7. Just like we should take of the troops, we should take care of the AOG employees.

[017]  Add-- 1. Develop a plan to tell the West Point story to the public. Solicit funds to produce and tell this story in multi media formats. 2. Develop a plan to develop better congressional support and interest in West Point. Especially support for fully funding all requirements of USMA.

[018]  Any association of gradutes (from any school) should have as its primary goals the overall success in life of its graduates, the continued prosperity of the instutionion itself, and the individual success of its graduates. These three goals can and should be met in many forms and fashions, but should nontheless remain the focus. Take Harvard as an example. Harvard graduates go out of their way to have active fellowship with one another; the help each other succeed in their careers; and watch very carefully over the school itself. When necessary, the close ranks around the school or each other. That is what an alumni association should do. I am not advocating a return to the "West Point Protective Society" as I've heard the old days of "ring knockers" called. But graduates should not be ashamed either for making special efforts to mentor, advise, and, yes, open doors for fellow graduates. At the same time, we have a duty to watch over the health and welfare of our alma mater.

[019]  Separate the AOG and WPF. Do not understand what #6 means. Do not see a need for #4.

[020]  The frequent solicitation for money is wearing thin because everybody (AAA,AOG, Class Projects etc.) all need funds. There are real problems long term in the Army especially in the benefits arena (medical) that condition what people can support. Not all grads are terribly flush.

[021]  How about mentioning those graduates no longer in the Army?

[022]  1 is lame. Our pride is associated with the institution, not the self-agrandizing, self-sustaining AOG. 2 is arrogantly backwards. The AOG doesn't trust grads - witness the way grads are treated at Herbert Hall. 3 "improve the communication process" is a meaninglessly weak bureaucratic phrase. 4 Promising, but what does it mean? 5 eliminate. I'm sick of the jock focus. 6 meaningless gibberish. 7 not a goal that interests me.

[023]  Build public support for USMA

[024]  Add a goal related to recruiting/admissions support

[025]  Add Assist in building multiple channels of association: ideals, friendships, commercial.

[026]  Lobby to restore federal funding cuts to USMA Provide the Supt with honest, realistic feedback about his fundraising fantasies.

[027]  You have combined goals of the AOG as an organization with the goals for managing the organization staff. I believe these should be separated and graduates should be concerned with the former. While I have no complaint with the goals for managing the staff, I'm ready to entrust those to Jack Hammack and the Board. If you focus on what the AOG should accomplish, I think you should consider a more aggressive advocacy. Specifically, there are PR and lobbying activities that USMA and the Army probably cannot address. I think we can tastefully and positively advance the public's understanding of West Point and that this should be a goal.

[028]  We should add a goal designed around the graduates themselves. If we focus on graduates (ie. help graduates) they in turn will help the AOG accomplish all of its goals.

[029]  I believe emphasis on Athletics is the wrong focus for this time with other more pressing issues at hand such as the need to reinstate the awarding of Regular Commissions.

[030]  Except emphasis on support of Athletic Dept

[031]  With the exception of the goal for graduates, every function is directly related to fundraising or the growth of the AOG organization

[032]  I do not really understand what is meant by goal #1 - "Instill pride in the AOG membership" Pride in what? Is it pride in being a member of the "Long Grey Line", pride in being a member of the AOG, or something else? Goal #2 is much more focused and I do understand and agree with it.

[033]  Recruitment of future cadets is fine, but I object to preferential treatment being giving to anyone.

[034]  The AOG needs to represent the graduates to the USMA administration on those important issues that affect USMA programs and goals, particularily thiose affecting cadet education and training

[035]  See # 15.

[036]  Internet error in script when attempting to view goals.

[037]  Don't like "Y" or "N"-- is #7 a problem? #2 & #5 really need work. #5b is for the birds! #3 also needs a scrubbing.

[038]  Comment: I have trouble seeing that the goals fully support the above mission statement.

[039]  Delete #4 - "Develop an AOG assistance package for graduates in the Army."

[040]  CONTINUE TO AGGRESSIVELY BURNISH THE MILITARY ACADEMY'S IMAGE TO AMERICA AND THE WORLD, WITH SPECIFIC FOCUS ON KEY CORPORATE AND ELECTED POLITICAL LEADERS.

[041]  Goal 4 and Goal 7 do not look like major goals for an association such as ours.

[042]  I am unccomfortable with the idea of supporting capital prorams.

[043]  ADD== ESTABLISHMENT OF A MINORITY ENDOWMENT FUND. I KNOW SEVERAL--AND I DO MEAN "SEVERAL"--PEOPLE WHO ARE WAITING FOR SUCH A SITE TO EMERGE. LAST YEAR, I ASKED THE AOG TO GRANT A PORTION OF MY DONATION TO ASSIST THE CADET GOSPEL CHOIR, BECAUSE SUCH A SITE WAS NONEXISTENT.

[044]  more active support for intercollegiate athletics

[045]  OK as far as they go, but see my comments below.

[046]  Define and promote minority representation in the Corps of Cadets for the 21st century.

[047]  I suuport all the goals listed; however, I am most interested in the plans to increase compensation and benefits for AOG employees. Their work is vital, but funds raised in support of West Point should not be routed to pay and benefits. What are the current compensation schedules and where do are these funds procured?

[048]  Goal number 4 is great. The grads need to have a survival kit when they reach active duty. Is there a way we can also add one about helping cadets, while they are still at USMA, to be ready for life after they leave "mother West Point"?

[049]  Add assistance to Admissions, recruiting, and local support of cadet activities while in local Society areas.

[050]  5. Should be eliminated as a primary goal. This is, and should be, a minor function. 6. AAA should be eliminated -- again this should be a relatively minor function rather than a goal. Recommendation: Pick up some of the political-support, strategy and direction thoughts from the Mission statement comments made above.

[051]  Re #4: Does assistance imply aid while still on active duty? There is certainly no need to help those who resign or who are on retired pay.

[052]  More advocacy work to improve the status of West Point, such as working to reinstate Regular commissions for USMA grads, returning to basic academic program, for instance.

[053]  Delete goal which provides funding for USMA operations.

[054]  If graduates are board members of the AOG, and we need to instill trust and confidence, we have lost a big battle. What is an AOG assistance package? I believe there is already plenty of pride that exists in all members of the AOG.

[055]  but, #1 should also include a goal of expanded membership.

[056]  See Purpose Statement above.

[057]  I don't see why pride in AOG membership is a goal; the pride should be in being a USMA graduate. If you (we) accomplish the other goals, then pride would follow.

[058]  Aid and maintain communications between graduates throughout their careers in and out of the Army.

[059]  Improve visitor housing at West Point Prepare for West Point's 200th Anniversary

[060]  Whatever

[061]  Item 1 is a given. Focus should be on pride in and support for USMA not ourselves. Item 3 is too broad.

[062]  delete pride.this will follow naturally after confidenceis established per goal2.

[063]  Need more definition on what the assistance package is for active duty.

[064]  I fully support these goals. However, is there any type of strategy in place that will assist the AOG in achieving these goals? For instance, goal @1 (..pride in the AOG membership) is a good goal, but one that is difficult to measure. How are you going to instill pride? Just a thought. I like the goals; however, am concerned on the how the AOG is going to accomplish them.

[065]  Goal 5. Delete Army Athletic Project. Support of athletics is important but so are other needs. Add. Develop data bases and information on key issues, especially issues of concern to AOG members (such as RA Commissions), which can be accessed by AOG members to determine their personal positions.

[066]  Goal 4. Why does this apply only the Army graduates? I assume the AOG would be willing to assist grads in any service or out. Or do I misunderstand the purpose of an "assistance lpackage"?

[067]  While I support athletics, the goal of USMA is to provide the country with Army officers. We should not be in the business of providing professional football players.

[068]  Not sure what is meant by Goal 4 Goal 5 is strictly short term and too limited

[069]  An effort should be made to make public the success of USMA. This is especially true during a period of prosperity and peace as it will enhance efforts to recruit outstanding people.

[070]  It is time for AOG to actively pursue building a hotel on the Academy grounds which will accomodate classes and their spouses for reunions, football games, etc. It is economical and logical to have such a facility close at hand, as opposed to using buses to move from facilities in New Jersey or up the Hudson. If MacDonalds and Burger Kind can build on bases/posts, why can't Marriott or Holiday Inn or any other large firms build at West Point?

[071]  I think linking Graduates (AOG) and USMA more closely should be the number 1 goal.

[072]  The problem I see in the list of goals is that they are designed to get the AOG going and to be sure graduates have faith in the AOG and can communicate. That seems to be what it should be as a given. See #17 below.

[073]  Corps squad athetics are important, however I believe they should be the same footing as club squad for AOG assistance/funding.

[074]  I'm not sure an employee compensation package should be an overall goal of the organization.

[075]  AOG needs to be a more politically active group to ensure West Point is adequately funded and supported by congress and the administration.

[076]  To assist former graduates as they transition to civilian employment.

[077]  These appear to be fine as long as our reason for having an AOG is not in some sort of jeopardy.

[078]  Generally agree but use only of "Army" tends to leave the Air Force and a few others in a forgotten category.

[079]  Eliminate goal 4

[080]  You've listed a "support package" for graduates wh o ar in the Army. What about graduates who are no longer in the Army?

[081]  1. Assist the supe in finding the right way to go. Do not agree with ALL his proposal. West Point can be ruined by activities such as the firing of Col. Hallums, and concurrence with the provosions of the The National Defense Authorization Act which stopped the granting of regular commissions.

[082]  Consider expanding the goal "Develop an AOG assistance package for graduates in the Army" to include assistance for all graduates and spouses (including widows/widowers) where needed.

[083]  regular army commissions

[084]  See note above.

[085]  Work with the current USMA and Army staffs to ensure that the cadet development program remains focused on developing competent leaders capable of performing under stress. During my short service so far, it is clear that new graduates are not hardened by the same level of sustained mental and physical stress that has made the academy experience unique for almost 200 years. While elements of the fourth class system were admittedly not a "positive leadership example" as proponents of the new look program argue, the fourth class system taught us perseverance. People of strong character learn to lead. I argue that this perseverance and ability to peak under stress is the foundation of the character required for leadership. One of my favorite maxims is that making things easy for soldiers is not taking care of soldiers. This applies to cadets particularly. I would offer far more aggressive support to AOG if the organization devoted more effort to influencing the cadet experience accordingly.

[086]  How about weighing in a bit about the academic and leadership programs at the academy instead of always ranking the athletic programs as most important. Even if you protest that you are not emphasizing athletics at the expense of the other facets of academy life, your actions (and these goals) argue differently.

[087]  I see the goals as being very tilted toward what graduates can do for the Academy. I'd like to see a more balanced approach that also addresses what the AOG can/will do dor graduates.

[088]  Unable to see list

[089]  Three additional goals are needed or should replace some of the current goals: 1. Some reference to the focus on the role Society's play within the AOG. 2. Some reference to the focus on the role the Class structure plays within the AOG. 3. Stronger reference to supporting the admission's process.

[090]  4. Develop an AOG assistance package for _graduates_in_the_Army_. First, what about USMA grads in other services (e.g., Air Force). Also, this sounds like the sort of West Point Protective Assn that folks from other commissioning sources gripe about.

[091]  The better communication is good. I probably haven't been reading all the email, newsletter and obviously have not been suscribing to Assembly, but I feel that I don't know exactly what it is the Academy needs for support and how AOG is meeting that need. Obviously, from my visit for my 15th reunion, there is a lot that needs to be done at the Academy.

[092]  I would not state fund raising support, esp support of the Athletic Project nor would I state increasing AOG employees compensation/benefits explicitly -- these are both sensitive issues with many graduates; and I believe will reduce interest in and support for AOG.

[093]  Find out what our MEMBERS want. For far too long, this Assn has had little input from the grads. Now that the grads have a voice, listen. First, focus on the grads, THEN on the institution.

[094]  1--Item 3 "continue to improve-----"I do not believe any communications exists. it is all one way. AOG puts out in the Assembly but does not appear to have a method of input from its members. I recommend an Ombudsman. 2--Item 5. Funding needs a complete overhaul. Far to involved with too many fund raising schemes. See Gen Kutyna White Paper. 3--Item 6. I believe coordination between those 3 is too tight and none exists between AOG and AOG membership.

[095]  There used to be a small number of applicants that AOG sponsored (scholorship) to go to college for a year to prove they could handle college classes. These scholorships went to applicants that the admissions department thought showed a strong desire to become Army Officers, but may not quite meet the acedimic standards. I was one of 25 applicants in 1980 to be offered a scholorship and I believe of the 25, 23 showed up the following year. I believe most of us graduated and I for one am still on active duty. This program enabled me and others to attend USMA where we would not have been able to otherwise. I obviously would like to see this program continued if it has been cancelled.

[096]  ADD Develope and manage the utilization of the graduated body in areas where their specific value can be effeciively focused to the benefit of USMA

[097]  Goal: Continue to develop "job network" for transitioning graduates to the civilian workplace."

[098]  When I think of AOG, I think it should be organized like a corporate board with any USMA grad in a influential position being offered a post. Not sure if this "old boy network" is still kicking. As far as goals... 1. Rather superfluous 2. Goes without saying if deeds are present. 3. Is fine but the AMERICAN PUBLIC is the main focus here. I couldn't believe how many people never heard of West Point when I went back to grad school at Yale and went to get my first outside job. At first I thought it was their ignorance but later this actually was quite embarrassing as it was looked upon like a 2 yr tech school etc. 4. SHOULD BE ONE!!! 5. Fundraising is fine. AOG should reap what it sows. 6. Implied mission 7. If it's required. Not sure how it's organized. should be a high powered board with adequate support staff. May be voluntary at first with stipends later. It should be a board where grads would want to be a member to pursue their own companies interest and look to pick up young grads who may have left the service. This is not POACHING but taking care of our own. ****Insure West Point is placed among the most competitve colleges again in magazines like Barron's etc for admissions. I was really disappointed to see our name pulled away from the Ivy's and stuck in a separate section in the back.

[099]  Seek creative and active ways to maintain a Corps of Cadets which reflects our Army's diversity

[100]  We should mention exploiting new technologies to reach graduates such as the internet and other venues.

[101]  The management goals as stated are similar to those of a political party. They appear to exist simply to preserve the AOG. They should be changed to reflect the purpose of the AOG - improving USMA, not improving the AOG.

[102]  I am concerned that the Goal of finding support for the Army Athletic Program will be limited to ODIA sports and will ignore the Club sports, such as Rugby. I am also concerned that our 2002 Capital Campaign will focus too much on building projects and not enough on cadet programs.

[103]  Keep contact with active units & alumni in active units

[104]  I really don't think 1st goal is that important. How do you plan to measure it?

[105]  Mentoring program for current cadets and graduates.

[106]  See 15.

[107]  A focus on networking - job placement

[108]  Assist graduates in providing direct feedback to the USMA administration to inprove the quality of graduates from the institution - words to that effect

[109]  Drop the emphasis on athletics and focus on academics and cadet activities. AOG should not be sending athletes to prep schools or worrying about sports programs in which USMA can't possibly compete (e.g. hockey, basketball).

[110]  The first listed goal, "1. Instill pride in the AOG membership." is inappropriate and should be deleted.

[111]  Develop a a bond between other Academies' AOGs for fostering common interests and goals that are benificial to all academies.

[112]  What is the Assistance package for graduates in the Army? What is the Army Athletic Project? Does it include the club squad teams?

[113]  1. Have graduates more connected to WP. 2. More focus on the large number of grads in the civilian sector. 3. More support of the local societies. 4. Now that fund raising seems to be the number one job of the Superintendent, provide a better explanation of where the money is going, and why so many things did not seem to be done right the first time. It is hard to give if the money is not being spent wisely.

[114]  Goal 4 (assistance package for graduates in the Army) is narrow and short sighted. Many graduates are no longer on active duty. I find it difficult to feel proud of being a member of an organization such as the AOG (Goal 1), or to trust such an organziation (Goal 2), when that organization ignores me because of my status. My belief is linked to my financial contribution to AOG -- none. I also believe that most AOG trustees, in particular, have categorized all graduates into two groups: (i) those grdaudates who serve 20 years or more and retire and (ii) the rest of the graduates who serve less than 20 years on active duty. If the AOG insists on being an organization only for those who *retire* from active duty (Association of Graduates in the Army), I will continue my financial contribution at its present level.

[115]  My proposed mission statement would yield a completely different set of goals. I would be glad to work with you if the nature and tone of the mission statement were altered first.

[116]  These are fine. Minor point though is that we probably have some graduates in the AF and Navy and Marines.

[117]  See #15 comments

[118]  All of these goals focus on internal administration. There does not seem to be one where the AOG is actually going to DO anything. (Maybe the mission DOES need to be sharpened up).

[119]  see previous comments, what will AOG do for ME? hate to be so selfish, but it is a tough world out there.... and I have to spend my time and money and energy on trying to improve my own life, before I can have the luxury of assisting AOG individually and financially.

[120]  Why is the AOG assistance package limited to graduates in the Army? What about other services? Civilian life?

[121]  Delete compensation package goal. It may be necessary but not part of an organization's goals. AOG should provide service to graduates not just communication. How will service be improved? Most goals are nebulous. Should be objective and measureable.

[122]

[123]  AOG is USMA's equivalent to Harvard's, Yale's, etc post graduation networking associations. Their's work extremely well (and are very influential). We would do well to emulate. As a minimum we should be emphasizing the point of facilitating the maintenance of a post graduate community through communication, networking, and communal activities (e.g., Beat Navy road trips, etc)

[124]  Do not understand #4

[125]  Delete # 5 b, Army Athletic Project

[126]  Procure addtional membership benifits such as discounts and exclusive offers for AOG members Expand the networking opportunities for AOG members Rally more active participation. ie have more events

[127]  Suggestion to have the goals more measurable. Establish targets so that the AOG can continuously improve. Goals without measurable targets cannot easily be tracked toward attainment. For example: 1. Instill pride in the AOG membership. Target: Attain a 5% increase in membership per annum. 2. Develop a strong bond of trust and confidence between the AOG membership and the AOG management. Target: Develop a "top 3 problems" list and find a solution within one year.

[128]  Goal 4: Delete "in the Army"

[129]  Better education program to those in Congress. WP should be federally funded for ALL of its needs.

[130]  I am not a member of AOG -- these goals mean nothing to me.

[131]  Am somewhat ambivalent about your management goals. If these are the ones you want, fine. However the first three are curious. #1 should be a given. #2 implies that trust has not been there before. That might be, but it's sad if it was ever the case and has to be so explicitly stated as a goal. #3 speaks of improved communication to a wide variety of audiences from the extended West Point community to the American public. I think these might be too broad. What I found curious though was that commo with USMA was third on the list. Whatever happened to a graduate association's mission to support its alma mater? Can't we state that more explicitly somewhere?

[132]  Resolve the disconnect between the reorganization of the Regular Army commission and the relationship between ROTC and USMA. As a graduate, I bought into the concept of a small cadre from USMA with the bulk of the Reserves from ROTC. With the reorganization, downsizing, etc., this no longer sells well.

[133]  Better PIO to support higher ethics and morals throughout the Army Leadership and the cadet corps.

[134]  AS above lets realize the statistics, over a third of us enter civilial life by the end of the mandatory service period, about 10% are left after 20 years, we desperately need to promote West Pointers for civilian jobs, and very few individuals are doing that. As above the WPSNY for someone in my age group is worthless, thank God I am in my own business, but don't look for them for contacts. However some of my classmates were not so lucky, and received the same zero level of assistance when they needed it most. Did any of you AOG guys hear of downsizing???? Let me assure you its wasn't a weeding out of the weak, it was an accounting exercise to minimize cost. We have good people out there who could not look to their alma matter for needed help.

[135]  Delete those which are or appear to be dedicated to expanding the role of and the compensation for the staff. i.e. #7, Improving the benefit program of the staff, and #5 expanding the fund raising role, and staffing of the AOG. #4 is fine. Should be doing more of this sort of thing. # 1, 2, 3, and 6 are vague and do not lend themselves to measurement. In other words, their achievement or non-achievement are nebulus as to be of little value. They mean, to paraphrase from Alice in Wonderland, "precisely what I think they mean, nothing more and nothing less". An exercise in bureaucratic gobbly goop.

[136]  change #4 to read: Develop an AOG assistance package for graduates in the Army and civil life

[137]  Assist career service graduates transition to the civilan market

[138]  1. There should be some mention of support to the local WPPC.

[139]  I am not familiar with the Army Athletic Project. The results of the Navy game suggest a project is needed, but I doubt that fund raising will be the solution.

[140]  #5 is unacceptable. Period.

[141]  The goal to develop a strong link between graduates and cadets does not jump out at me. I don't view the cadets and "the Academy" as the same thing. In 4 years when my Godson graduates, I want him and the academy to have benefitted from the AOG efforts.

[142]  I don't think the pay and compensation of AOG employees is worthy of GOAL status.

[143]  See item 15. The higher goals we all seek are not necessarily served by strong central direction. Members provide their own direction and interests. The AOG should enable us to excel in those varied interests in cooperation with other members. Keep us aware of current Academy issues, and let members contribute optional solutions.

[144]  Add: Help USMA instill in cadets a motivation to serve a full career in the active Army. Motivate younger graduates to become active in local societies.

[145]  There is too much emphasis on the AAA and on the AOG per se--and I go to at least two games a year and have respect for the emplyees of the AOG- butI would like the emphasis to be on cadets and cadet recruiting--I don't need AOG to "instill pride" in me.

[146]  Eliminate goals 1 and 2. I don't think they are a problem. If the AOG has a problem with pride in its membership, then there are bigger issues to deal with. And if there is mistrust, we probably need to reengineer the entire organization.

[147]  Some of the goals, including the first two do not seem consistent with the Purpose Statement. The AOG should not place its needs before the needs of the Academy... 1. Trust in AOG management should not be in this list. Is there a trust issue in this organization? Arent't USMA graduates involved in this organization? 2. Pride in AOG? Pride in the Academy ought to be enough. 3. Of course AOG employees should have excellent compensation and benefits... but these administrative objectives should not be on the operational goals list. *As for goals to recommend to the AOG... I suggest that any goal must flow from the excellent Purpose Statement.

[148]  Undecided

[149]  Enhance the networking capability expand goal # 5 to include civilian duffs too whats with this comp.comp/bennie package? Is mgmt goal #6 an indication of disfunctionality? Mgmt Goal #2 overlaps #6 or vice versa. eliminate overlap

[150]  delete 1 and 2. If anything, they are outcomes of goal 3.

[151]  there is entirely too much emphasis on athletics

[152]  #7 is an internal management goal and should not occupy the overall membership's time. Delete. #5 - Explain the capital campaign and Army Athletic Project

[153]  Needs more analysis! Compared to other alumni associations in SC the USMA's assoc is inactive. I suspect we have well over 800 members and growing! Why cannot we have a more visible impact on and in the community?

[154]  Yes, in general, but I don't think the AOG should be in the coordination game between AAA and USMA; that's a USMA function. It should not be involved with fund raising; that's a WPF mission. The AOG is for graduates and for helping WP.

[155]  The AOG should actively help career movements outside of the active duty part of one's career.

[156]  only 5 and 7 apear meaningful. 7 appears selfserving.

[157]  Delete all except 4 & 5. The others sound like bureaucrat-speak. 7 is exceptionally out of touch with the rest of the world; only a decaying few industries/companies have a defined benefit plan. I would strongly suggest a defined contribution plan; otherwise any remaining support for maintaining the current system will vanish.

[158]  The goal to improve the benefits package for AOG employees seems self-serving. There should be a reasonable program compared to the average in industry.

[159]  Delete: 4, 5 and 7

[160]  These may be the goals, but in real life, they have not been actively followed

[161]  I am somewhat lukewarm on the goals, but I have no great ideas at the present time.

[162]  5b. Disagree with the money grubbing implications of this goal.

[163]  I believe that the current AOG management is focusing far too much attention on Army athletics -- specifically football. The belief is that if our athletic facilities are not competitive with (e.g.) University of Texas, Notre Dame, UNC, etc. then we will not be able to recruit the cream of the crop. I disagree. We need to be recruiting great Americans who are smart, fit, and willing to commit 20 years of their lives to serving their countryas officers in the Army. A $24 million football annex isn't taking many steps in that direction. AOG is a partner in this vector, and I fundamentally disagree with it.

[164]  Need long discussion and analysis before responding to the listed goals.

[165]  Don't quite understand "pride in AOG membership". Is this different and distinct from "graduate' ?

[166]  Admissions work, especially minority.

[167]  Why an AOG assistance package just for those still in the Army? The bulk of my class is no longer on active duty -- why should the majority be cut out? I say all this, of course, not knowing what such a package will be.

[168]  Delete emphasis on fund raising. Make the West Point Fund more of a separate operation and get toe emphasis of the AOG out of fund raising. The current overemphasis on fund raising is unpopular with many graduates.

[169]  More emphasis should be placed on educating the public as to the mission of the USMA.

[170]  Goal #1 is superfluous. Graduates are proud of being graduates. Goals 2,3,6 and 7 relate to improving AOG staff performance of routine adminstrative and communications matters, and comprise internal administrative affairs to be addressed by the AOG staff. They are not suitable "goals" to be pursued by the membership at large, nor are the stuff of a public statement of goals for the membership. They are administrivia. Goal 5 is the only goal likely to be visible to most members, and it manifests itself as incessant pleas for funds, caused by lack of federal funding. Goal 4 is unexplained. See below for suggestions.

[171]  1. I hope members of the LGL already have pride 2. #3 and #6 appear the same 3. #7 may be a goal of employees but it is not one of mine

[172]  All of the goals deal with $$, what goals are there to "furthering the ideals" and traditions?

[173]  seperate AOG and WPF completely

[174]  Improve minority participation through community colleges in the face of declining committment to affirmative action programs by developing a targeted sponsorship program.

[175]  there should be something included about assisting potential cadets/applicants...the best way to promote an institution is to help maintain the standards of its members

[176]  These goals seem OK but, they do not seem to fall under the stated purpose, as stated above, they do have an orrientation on graduates.

[177]  Extend the career/transitory/advisory services for graduates. USMA has no "career services" like most other universities. However, there is definitely a need for such an office for graduates because every one of them will change employment at least once during their working life. Our need for employment assistance is not immediate, as is the case for other universities, but years after graduation. We are weak in that area; AOG has begun to fill the gap, but more needs to be done. I'm not recommending that AOG do this task, but AOG should be leading the charge to get a system set up to do it.

[178]  See my response to #15. Some of the current goals are in this direction, for which I compliment you.

[179]  To reduce fund raising costs from X to Y. Ultimately, the fund raising costs should go to zero in 2010, or some year. AOG should report the progress in reducing fund raising each year. As the AOG endowment grows, then fund raising should drop. My classmates and I are watching for progress in this and AOG must report this to the graduate body. For example: Cost on the dollar for fund raising: CY 96 17.4 cents; CY 97 16.9 cents; CY 98 16.2 cents, etc. If the AOG does not do this, then your long term fund raising will be in jeporday with grads and other friends of USMA.

[180]  They are too bureaucratic. Need some goals with some iron and fire in them. How about starting with: 1. Take aggressive, public and private action to ensure that West Point is perceived to be the finest Military Academy in the World! Lobby and do the things that the active duty people cannot do. 2. Aggressively counsel the Superintendent and the Administration to accomplish #1 by being the voice of the graduates not just the voice of the generals, the rich, and the famous.

[181]  make plebe year hard again.

[182]  There should be one overarching goal. I suggest #6 - or a modification thereof. E.g. Support links between the members of the AOG, West Point, ...

[183]  Delete #7 Good luck on #2

[184]  Focus on returning the military to the Corps of Cadets.

[185]  I am pleased to see the assocation's pledge towards army athletics.

[186]  Again, more effort to include former cadets in Academy affairs. After all, Cow summer washouts like me went through the toughest two years of the program just like the rest of you, and it changed our lives forever -- for better or for worse -- just as much as it changed yours. In a way, we are almost "half-graduates." The least you could do is show a little respect for us and our opinions, instead of treating us as non-existent pariahs, which seems to have been the AOG policy so far. Sorry to give it so hard and straight, but that's the way I've felt all these years.

[187]  #4 is absolutely KEY! And, it must tell us what we can do beyond contributing money.

[188]  Number 4 is key. I would incorporate some kind of emphasis on how the AOG may help transition to the civilian world after the Army.

[189]  Review and recommend actions to maintain the traditions of West Point

[190]

[191]  assist graduates in finding positions in the corporate sector

[192]  #5 should have more categories in the Army in government service and in other areas

[193]  One goal says "in the Army." As this questionnaire does not address status of grads serving proudly in the Army Reserve or Guard, AOG appears to be, like AUSA, focused totally on the active component in it's thinking. I had no opportunity in question 5 military/civilian status to indicate that I am an active civilian AND an active Reservist. Short sighted of the AOG to neglect the Army Reserve and Guard as having any status at all in your survey.

[194]  Expand the support for the graduate portion.

[195]  I need clarification of #4 "Develop an AOG assistance package for graduates in the Army." Why just the Army? What type of assistance? Would this exclude civilian graduates?

[196]  These are excellent goals for the management team but many are not appropriate goals for the organiztion. I would like to know what the organization plans to do in areas such as supporting the community and our international graduates

[197]  None of the goals speaks to the relationship between graduates and current cadets. I think the goals should reflect establishing some connection beneficial to the Corps of Cadets as they prepare for their careers.

[198]  Goal #: 1. What does this mean? - pride in USMA? - pride in AOG? - AOG staff pride in AOG members? - I suggest that AOG is a means to further the other goals, and not an end in itself. 3. Why coordination with the American public? Doesn't seem to fit. This is a goal for public institutions, not for the AOG unless it is seen as a problem somewhere. 4. What is an AOG "assistance package", and why is it only for USMA graduates in the Army? Perhaps this is a project, not a "goal". 5. What is WPF? (OK, answered in #18)What exactly is the AOG role in assisting other USMA activities? Are these contradictory to the AOG missions?

[199]  The AOG needs to recognize that many of its members were not career military, but entered civilian life early in there career. Too often we feel excluded and/or treated as second class citizens.

[200]  I have a personal project which I'm pursuing through class e-mail comm. I'm not yet ready to conclude how AOG should contribute to the cause I have in mind. I'm not trying to be sinister ,; I just need a little more time to reach my own conclusions. This project has to do with what I believe to be real problems in all armed forces relating to perceptions of women in combat. I'll have some more definitive ideas in a month or so.

[201]  You should also add Developing an AOG assistance package for graduates that are now in the civilian sector.

[202]  financial goals?

[203]  I don't feel qualified to modify goals made by people much more knowledgable and active in the AOG than me. However, you might consider: o you can't measure No.s 1 and 2, something USMA taught us to avoid when setting goals. :-) o I don't know what you mean in 4 by an "assistance package." Since I personnally have never taken advantage of things like AOG job placements help, etc., I would question this goal unless, historically, you have found a sufficiently high number of people use it and therefore the benefits justify the costs.

[204]  Like most of it but question the business of providing a "package" for active duty personnel. What does this mean? Could be taken the wrong way by those who are not graduates. Not sure that the statements concerning the WPF are strong enough. Seems to me that the AOG should be responsible for the WPF. Do not believe the statements as such underscore this responsiblity.

[205]  Delete # 7

[206]  It's not clear what is meant in goal 4. by "an AOG assistance package for graduates in the Army".

[207]  Pretty well stated, but add a goal "to separate the AOG from the West Point Fund." Add another: "To work actively with maximum effort to restore RA commissions to graduates at graduation."

[208]  Contribute to the formulation of the future purpose and character of the Academy.

[209]  I'm not sure I understand the purpose of #6 in light of the presence of #3.

[210]  I am glad you are starting to focus on people

[211]  Delete Goal 5 in its entirety. Substitute the goal of assaulting Congress, the Executive Branch and all the Media to gain public support for the Service Academies.

[212]  "Develop a strong bond of trust and confidence between the AOG membership and the AOG management." I was not aware that there is a problem with trust. If there isn't, you might want to change "Develop" to "Maintain." "Develop an AOG assistance package for graduates in the Army." Please define what you mean by "assistance package."

[213]  The goals are fine, however, if they are listed in order of importance, I think they are out of order. To me, numbers 3 and 6 should be 1 and 2, as I think they are primary in achieving the mission stated in survey question #15, above.

[214]  I don't like the first goal. Recommend rewording it to something like "Instill a strong sense of identity with the AOG in members and graduates".

[215]  Delete 7 Combine 1,2 & 3

[216]  same goals, just change the priorities

[217]  You mentioned assistance to graduates in the Army. What about graduates not in the military?

[218]  Why limit assistance to graduates in the Army? How about graduates in other services?

[219]  Do noit become a rubber stamp for the USMA administration as it seems to have become in the past few months.

[220]  1. Support core education and and military training programs at USMA everything else is superfilous.

[221]  Again, I'm insufficiently familiar with AOG and its efforts, so, faithfully, have clicked on "Yes" in the absence of any productive suggestions/additions.

[222]  Expand the goal relating to providing assistance to "...Graduates in the Army..." to include drilling and IRR Resrvists, National Guardsmen/women, members of other branches of the military, active and reserve, and those pursuing cvilian careers. (It seems like the only "assistance" offered is for retirees of significant rank [i.e., LTC and higher] once an individual leaves military service. You can bet Cornell and Stanford offer "assistance" to graduates making career/life changes.)

[223]  I don't understand some of the goals and some are internally focused. There is some talk of the customer, but not much. What does goal #1 and #2 mean? Goal #7 is internal. #3, #4 and #6 are good goals.

[224]  Active network/assitance for graduates in civilian life as well as assistance to those in the Army. Job hotline, access to information or thoughts on topics, community support, charitable goals other than USMA, etc.

[225]  In looking at the range of services offered by the AOG, I cannot identify many to the goals; e.g., the travel packages, credit cards. I think it is legitimate for the AOG to offer these services, but they should support some goal. Something like the following: offering high quality services of interest to graduates which represent good values achievable through the buying power of the AOG. Or: Supplement funding of AOG operations through sponsorship of services... .

[226]  Could not view goals document

[227]  Goals are soley management goals; OK for the AOG leadership, but not OK for the organization as a whole which should focus on assisting the individual cadet, potential cadet, and graduates. Only goal 4 addresses this.

[228]  They don't say anything.

[229]  Develop an organization for graduates to help each other in the business world

[230]  Goals 5 and 6 are the most important and are inter related. Helping graduates is a worthy goal. Goal 7 should be deleted and not related to helping USMA. The other goals are eye-wash.

[231]  I think they are fine, except I think Number 2 should be a given, not a goal.

[232]  Should add cooperation with West-Point.ORG to the cooperation goal. Goals are mostly USMA centric rather than grad centric. Gets back to the purpose above.

[233]  1. Develop AOG network into a more active and vocal arm in shaping USMA future

[234]  Why the primacy of athletics?

[235]  The goals sound like they're purpose is to improve AOG's image, vice doing something of substance.

[236]  I think the WPF should also help clubs and academics, instead of just focusing on athletic support

[237]  You need to keep pressure down on 5a and b.

[238]  Something about assistance to the Cadet recruiting process.

[239]  increase the efforts to promote the academy via public relations efforts--the media needs to be courted and more efforts to publicize the usma successes in addition to sports--

[240]  More focus should be made on the AOG memebership, and cultivating a sense of belonging for everyone, not just bif donors. This will greatly enhanced the support members give to USMA. The members and cadets are what's important.

[241]  Number 5. I don't think a goal of the AOG should be arranging gifts. That is a class repsonsibility.

[242]  MORE EFFORT WITH DA FOR WEST POINT SUPPORT

[243]  -Improve the support provided for scheduling reunions. -Improve and expand the mass communications media -Encourage and support exchange of ideas between graduates by establishing a chat room and scheduled electronic meetings with coaches, and the USMA chain of command. -Support resistance to liberalizing the USMA curriculum keeping focus on Military Art and Science.

[244]  Add: "Facilitate means of interaction between professionally employed graduates in order create an effective business network of West Point graduates." Note: this network could incude graduates of oursister academies

[245]  You need another option:"I don't know". (And that's true for many of the questions in the survey: Have you stopped beating your wife? Answer yes or no. What's an assistance package? And do we make too big a deal of the AAA support. (I was not a varsity athlete and I think there's a lot more to USMA than the AAA.) And what's the Athletic Stadium project? Same as Shea Field?

[246]  suggest change "US Army Suggest change "US Army" and "Army" to "US Armed Forces".

[247]  Delete 4 - purpose is not clear Delete 5 - separate from AOG activities Delete 7 - make an in-house AOG management function Add a goal to make better known the purpose of AOG

[248]  It would help to be more specific with goal #3. How do you intend to improve the communication process, and what steps have you taken so far to do this?

[249]  Give graduates regular commissions in Army. Work toward eventual elimination of female cadets. Work toward reducing curriculum to the subjects that are only essential to being an Army leader.

[250]  Exert influence to stop the liberalization of the USMA education program and return to the prime mission of producing military combat leaders.

[251]  I'd recommend the goals be defined more precisely and accompanied by concrete numbers so performance can be objectively measured.

[252]  The AOG should be concerned with the perpetuation of the academy and not just be a rubber stamp for the Supe.

[253]  1. delete. If we don't have pride..... 2. delete. If grads can't trust the AOG..... 4. question/ delete. I need more info. 7.delete. If this is needed, just do it! Rule #1 is get the mission done. Rule #2 is take care of the troops. Mission first, Troops always. The "key" objectives should be #3,5 and 6. Help Support the Academy

[254]  Have not spent time thinking about it, but the goals on the goals page for 97-99 are not very impressive. I cannot see that the aog has set its sights on anything of much importance to the futur e of WP and its role in the nation.

[255]  Clicking on "Goals" didn't work.

[256]  WHAT IS #4 SUPPOSE TO DO? WHAT IS THE AOG ROLE IN SUPPORTING GRADS LEAVING THE SERVICE? AOG COMPENSATION IS AN INTERNAL GOAL AND SHOULD NOT BE PART OF AN EXTERNALLY ESPOUSED GOAL.

[257]  I like all or most; only caution is not to focus too heavily on the AAA thing; we are much more than athletics or a winning football team.

[258]  Please include DCA (Directorate of Cadet Activities) to line 6. Many of the cadets participate in sports and other activities not sponsored by AAA! This is probably MORE important than the AAA sponsored stuff as it does not get the some attention. Thanks.

[259]  career counseling for active duty officers

[260]  Too much emphasis on Army Athletics. Should be more emphasis on academic excellence.

[261]  AOG should encourage USMA to tear down the Thayer Hotel and build in its place an expanded, more modern 4 star hotel, of the quality of a Hyatt or Westin. We all love the Thayer, but it lacks the capacity to satsify the needs of visitors to USMA; especially returning graduates. Try getting a room on a football weekend even one year in advance. It can't be done. My guess is that a Hyatt, Marriot, or Westin would be willing to build and run at their expense a hotel to meet our needs.

[262]  Plan and sponsor travel and entertainment activities for graduates and families

[263]  1. Don't quite understand item 4 and its intent. 2. There is no statement about promoting USMA to eligible young people. This is our future strength especially as the pool of college entrants shrinks and copetition from civil institutions increases

[264]  Believe that AOG must expand and become a broader front for the benefit of all service academies. The time is right now, for the service academies are still admired. A unified coalition of service academies and private military-friendly organizations is needed.

[265]  Are they in order of importance? How bad is the current pride in AOG? Is AOG pride measured by subscriptions and contributions?

[266]  In the communications paragraph, modify to stress 'with the most modern technological means'

[267]  Why is #4 "Develop an AOG assistance package for graduates in the Army" only related to those still in the Army?

[268]  These goals are entirely too general and meaningless for the average graduate whose greatest interest is in training leaders for the U.S. Army and DOD. Typically of USMA, these listed goals are so broad and encompassing as to render them insignificant. Need to prioritize, and in this graduate's opinion, need to focus on the U.S. Army's needs, not the AOG's needs.

[269]  Reduce expense ratio. Disclose better break down of specific costs to raise money

[270]  I don't know if it is covered under any of the goals listed, but the Academy, and the military in general, is constantly under "attack" by segments of the political machine in Washington. We should endeavor to be more of an active lobbying presence, to insure the welfare and continuity of the Academy.

[271]  Work to restore Regular Army commission for graduating cadets

[272]  While comprehensive benefits/compensation IS important, my feeling is that it does not necessarily have to be one of the goals of the overall AOG. The focus is narrow -- benefitting only those who work there. The argument that benefitting them benefits all rings hollow to me. Do it -- just don't make it one of the cornerstone goals of the entire Assn.

[273]  The goal that states to assist graduates in the Army should read "in the Armed Forces"??

[274]  Minor comments: Instill pride, develop a bond among AOG members and the Assoc's management indicates there's a problem. A goal should be to foster relationships among association members.

[275]  Raising funds without explaining the focus of where the $$ will be spent is hard to totally agree upon. -- Also seems to be a lot of fuss about reuniting the North and South lately. Seems a dead issue to me. Civil War is over 132 years. If we need a statue of RE Lee lets put it up and stop fussing over a non-issue.

[276]

[277]  I think an AOG onbjective should focus on AOG member's contribution to the Public sector. I don't think an AOG assistance package is needed for Active Army AOG members, unless we are describing support of job placement in transition to the private sector.

[278]  Delete #1, 2, 3.

[279]  See response to 15 above.

[280]  See above comments.

[281]  While compensation for employees is important, not sure it should be an over all goal. It seems petty compared to others. Similarly those of us in the service require compnesation, yet it is not one of our stated goals.

[282]  Change #4 to read: Develop an AOG assistance package for graduates.

[283]  Add: 1. Reevaluate and redefine the focus of the AOG's activities to better support the needs of the Graduate Body. 2. Promote better relationships with the Graduate Body through better and more responsive communication. 3.Communicate to the Graduate Body how the AOG benefits each and every Graduate, and how the AOG works in "harmony" with the other associations(WP and AAA) to the betterment of the Graduate Body and the Corps of Cadets.

[284]  Less emphasis on "construction." I work for Penn State University and WP has facilities that most other colleges/universities could only dream of.

[285]  Promote worldwide recognition of the ideals of West Point and dedicate ourselves to a universal cause such as removing land mines.

[286]  The compensation plan should be adequate and reasonable, but not extravagant. I would anticipate that to be the case, but there is need for contiued alertness to control administrative expenses in non-profit organaizations -- to ensure maximum dedication of resources directly to the target program.

[287]  Support for non-atheletic cadet clubs and activities (SCUSA, International Affairs Forum, Chess Club, etc.).

[288]  The goals should be specific. I assume they last for so long because they are rather ambiguous.

[289]  -do not think AOG should be in the job placement business. -think the compensation must equal the quality of the employees. If significantly increasing the compensation package, then use the opportunity to attract a higher quality of employee (ie, bring the quality to West Point, not just retain retirees available in the area). -segregate all fund raising operations into WPF and put a firewall between other agencies, except for info flow within AOG/WPF. Coordinate all fund raising with class fund raising so classes are not given a double wammy in the same week or month.

[290]  Perhaps more career transition assistance

[291]  1. Assist in providing opportunities for alumni to support the USMA as they are able, e.g. through recruiting, admissions, public affairs, fundraising. 2. Work to increase areas of cooperation between alumni organizations of the service academies.

[292]  Compensation packages for employees? Is everyone a volunteer at this time?

[293]  Forget this broad cliche usage; what are you going to do that is measurable? Only number 7. is a real goal.

[294]  What does 'Develop an AOG assistance package for graduates in the Army' exactly mean??? You should include an improved 'jobs file', and/or improved dissemination of networking opportunities (especially beyond JMO)

[295]  Goals as listed are OK. I suggest including a goal along the lines of seeking ways to help the AOG be more in a service/servant role to the local organizations. It has been a number of years since I've been the president of a local society. AOG support has come a long way since then. It is always useful to ask this question, however: "Are the AOG programs in place there primarily to provide means for local societies to serve the needs of the AOG, or do the AOG programs and practices support the needs of the local societies?"

[296]  No opinion.

[297]  It doesn't seem that the goals relate to the mission statement especially the AOG employees compesation/benifit package.

[298]  However, if these goals are in any order, I don't think instilling pride is number one. These goals should be reordered.

[299]  I would propose that the AOG develop an interface with the legislature, similar to the AUSA and other lobby groups. The purpose would be to make the voice of the academy heard in the Congress. With fewer and fewer veterans serving in our government it is imperative that we be heard in government.

[300]  Should delete numbers 1 & 2 as they aren't objectively measurable. There is no way to quantify success or failure.

[301]  Order should be more like 3, 2, 1. And if there is a problem with the communications with USMA, then that should be the first priority. How many AOG employees are there? And what do they do?

[302]  The goals are fine, but how do you define success in each area?

[303]  Promote West Point to the American public (the target audience is the American Taxpayer/voter) Focus fund raising marketing schemes on the graduates who make real money (non-active duty)

[304]  Perhaps you could amplify goal number 3 with a comment about promoting the value of military service to the country.

[305]  I question items (4 & 7), am opposed to items (5 & 6). I think the lines of demarcation among AOG, USMA, and AAA should be sharply defined. From all I've seen recently these lines have been totally blurred if not eliminated.

[306]  I question the support to AAA, and specifically the "Army Athletic Project." Also, I question what compensation and benefits are currently provided to AOG employees. As a manager in a corporate environment, I look at the front of assembly and see 'overhead' with the large number of 'Gift Officers.' My reasons for supporting the Association are for the Academy, not to take care of the AOG staff. I agree with the mission to 'promote the welfare of the Academy'. I disagree with promoting the welfare of the "AOG Staff."

[307]  The goals are pretty obscure (other than the last one which I don't believe should be listed as an explicit AOG goal [i.e., the comp package should be handled as an action, not a organizational goal]). How about some REAL goals? What about improving communication with graduates including establishing formal Internet/e-mail contact with as many grads as possible? What specific improved support will be provided to graduates as a goal this year?

[308]  Change #4 to be more inclusive by deleting "in the Army".

[309]  Delete emphasis on Army athletics facilities

[310]  But, I don't understand why there has to be a goal of trusting the AOG staff. Why wouldn't we?

[311]  Can not view Goals

[312]  I am not entirely happy with the expansion of the WPF.

[313]  See below

[314]  Suggest opening membership to AOG to all former cadets who were honorably discharged but did not complete a full semester. This would add to membership rolls and help former cadets in their trying to maintain the strong affection for the Academy.

[315]  I don't understand what you mean by an "AOG assistance package" for graduates in the Army. Could you please clarify? Also, 5(b) is directed at soliciting gifts particularly for the Army Athletic Project. Although I fully support that goal, what are the non-athletic projects that are being supported by the AOG? Specifically, does the AOG raise money to endow chairs now that there are civilian professors (like Mike Bowers is trying to do), or does the AOG raise money for Academic Enrichment Projects with the various departments? Finally, with regard to Goal 3, I think the AOG should also improve communications between USMA/AOG/Congressional staff on behalf of the admissions process. I am sure that this is already being done, but I think that the AOG should take an active role and have as a stated goal the advancement of USMA through ensuring that qualified candidates apply and attend the Academy.

[316]  The AOG should provide services to those who are not active or retirees. Job hunting and networking are serious issues for younger, non-active duty graduates, as well as for recent retirees.

[317]  I disagree with the emphasis in goal 5b on athletics and disagree with goal 7 in its entirety. Goal 7 is a management function and should not be a goal of the AOG which includes all members. The intent of goal 4 is not clear. What is the purpose of the assistance package? Why is it only for "graduates in the Army"? What about graduates who have left the Army or who have retired? What about graduates who went to other services?

[318]  Ther first three are very "touchy-feely" but don't have any meaning to me. Numbers 4, and 6 sound good, but what are you really talking about? What is it's impact? Number 7? Please. How is a package for AOG employees a matter for the consideration of the entire orgainization. The directors should take care of their employees. Period. Do not try and pass that off as an official goal.

[319]  Make AOG a relevant organization to newer graduates.

[320]  Unable to open window showing those goals. However, I was able to print a hard copy. I would ask how these goals relate to Chairman's current exercise to obtain recommended objectives for 1998 from Classes? Can I relate my response to his request for objectives to these goals? Goal number 7 assumes that the current staff is appropriate for the mission. Another goal should be an unbiased assessment of the size, make-up and, compensation structure. Add a goal for improvement of financial reporting (see 17 below).

[321]  Your first goal should be to provide support to USMA.

[322]  OK, but see 15 above

[323]  I am opposed to fund raising by and for the Academy. I am opposed to any further expansion of facilities. I believe that West Point should "lay low" and concentrate on producing leaders and quit trying to keep up with the Jones and quit being all things to all people. Characater is what West Point is all about and it doesn't need underground tunnels to pistol ranges to develop character. The place is too big and is an inviting target to those who would do away with it.

[324]  More communication between Grads. We need to build a stronger grad network.

[325]  1) Serve as a link between graduates (sort of like a Harvard Club)

[326]  The Goals are a bit ingrown. There might be something about support for the U.S. Army, the U.S. Military or perhaps the United States of America.

[327]  Please expand on #4,5,7. 4- What is the intent of the AOG assistance packet? 5- Let AAA push the athletic side; there are plenty of capital improvements that need to be made in areeas affecting the mental and daily quality of life side of USMA. 6- What is the current package? Why is it in need of development (because no package exists?)?

[328]  I believe that they are acceptable, but would ask that AOG consider the following: - AOG should exist for the reasons listed above, but AOG should also exist as a resource for Graduates. Few of us can make a lifelong career of the Army. We retire after we have done our duty fully, but that is not always after the 40 or 30 or 20 years we may wish to serve. There is recent trend to remove graduates from the Army by to early outs, early retirements, etc. This is leaving a large number of graduates who, having done their duty fully, are not allowed to continue to serve. This is an unfortunate consequence of the reduced budgets of recent years. I have had to make the transition from Army Officer to Civilian Professional and found that the prevailing arrogant attitude of serving officers (many of them grads) towards that transition was an unfortunate leadership flaw. We may support our school, but we fail at supporting our own when they perform that forward passage of lines into civilian life. We, the graduates of USMA, hold the key to making the transition easier through simple networking. That in turn will make USMA stronger by showing our graduates as a success story in and out of uniform. Service to the nation does not end when the uniform is taken off. I realize that the Corps' mission can not (and should not) pander to the civilian sector. I also realize that we all must leave the service sooner or later.

[329]  I cannot answer this question since I am not using a computer with browser software and become disconnected from the entire survey if I click the "Goals" cue, which I did the first time I went through the questions using my WebTV.

[330]  Quit dunning me for $$$

[331]  Assist USMA in restoring the regular commission wherever possible.

[332]  But need to add something about AOG management serving the AOG membership so that they as a body can fulfill the purpose of the Association.

[333]  The goals seem alright, but are fuzzy as to how we'll know when they're achieved. While I occasionally contribute, I'm also involved in a number of other things that also also ask for contributions but are more precise as to what will be achieved through the contributions. I think we have a proclivity to set goals that are too broad and expensive (1966 was trying to endow an academic chair while many of us were still paying mortgages and sustaining children in school). Also, I tend to question the emphasis on AAA - I'd be interested in supporting (in a modest way compared to others) something that emphasized West Point's history, or contributions to the Nation. As I write this, some ideas start to form about West Point on-line (using the impressive Web capabilities you've developed) for the general public - particulary high-schoolers who are in the process of making career decisions. Please understand that I'm not complaining - you're doing a great job! I think there may be other things to do.

[334]  They do not appear to relate to me. They do appear to relate to fund raising.

[335]  I believe Academy graduates have God-given abilities and training which our country desperately needs if we as a nation are to come out of our downward spiral. The AOG needs a goal to promote graduates' volunteering in organizations which promote and carry out the values and ideals which made our country grea. It's a terrible waste of talent for us to retire to the golf course when our country needs us so desperately.

[336]  It is intresting to me to see a set of goals that focus on building confidence between the Board and its constituants!! One would think this is a given after so many years in existence.

[337]  Physical Plant Public Relations

[338]  Add goal reflected AOG assistance to USMA in academic areas as well as athletics.

[339]  Goals 1 and 2 improperly put a priority on the AOG, not on USMA or USMA graduates. Goal 7 is self-serving. Goal 4 is ambiguous. Goals 3 & 6 are either redundant or overlapping. In short, if these are the goals of AOG, it doesn't serve me.

[340]  Delete goals mentioning the AAA in particular. What is the assistance package?

[341]  Develop stronger ties with graduates who are no longer on active duty.

[342]  * Develop a consensus among AOG members about what projects or areas we should focus on for gift-giving, given the goals of the AOG and its membership. * Develop a better flow of information about transitioning to civil life (like it or not, a lot of USMA grads are leaving the service. To maximize the potential they have as individuals and a future donors to USMA, we should have available the information necessary for them to find the best employment possible. ( As an MBA student, I DO NOT think that going to a JMO placement service is a very good option! But when I got out, that was the only option anyone seemed to want to talk about...)

[343]  -instill pride? If they don't have it, the AOG isn't going to give it to them.

[344]  Goals associated with improving graaduates participation in fund raisers

[345]  ADD; Commission cadet graduates as Lts, Regular Army.

[346]  Change Goal #7: Develop a competitive compensation package.(comprehensive implies costly) Also Goal #4 requires more explanation.

[347]  #2 is a worthy goal as it does not exist #3 is what you should already be expert at; #4 is a great expander -- actually the only point that matters to me #5 is what you do way too much inclusive the AAA part of #6 #1is irrelevant; pride should be associated w/ the institution and its cadets not AOG #6,7 have no value

[348]  First goal should be to represent the alumni and not the supe and the administration when differences arise, e.g. RA commissioning policy and law

[349]  5. b) I don't like the focus of soliciting gifts "particularly those dedicated to the Army Athletic Program." I think that the varsity Athletic Program recieves undo attention at the expense of other activities.

[350]  2.TRUST should be an attribute/value we currently share 4. should not be limited, but should be for all graduates 5.a) should be "Support" instead of "Monitor" b) reference to Army Athletic Project should not be specified here

[351]  no time to check another site, plus complete this survey

[352]  These goals relate to the AOG. I am not really as much interested in the AOG as I am in USMA. Some of the goals of AOG should relate to USMA. One goal could be: Refute and rebut inaccurate statements about USMA in the media and in academic circles. Another could be: Build a larger constituency in the Army for USMA. A third could be to lobby (sic!) for more funds for USMA...if the AOG is allowed to do that. There is no reason to have an AOG except to help USMA survive and prosper.

[353]  Post service employment search support for officers who are retiring , or who wish to change employment.

[354]  Address the support of graduates who are no longer in the Army.

[355]  I am very much turned off by virtually all of the stated goals. The primary goal of the AOG staff should be to improve and extend the VALUE of AOG membership to the graduate. You've forgotten why you're there.

[356]  Delete #4. We got what we need at the Academy.

[357]  For 1997 to 1999, the goals, as listed, are just fine.

[358]  Fund raising. Career services for those leaving military need major development.

[359]  Add - To work closer with local societies to assist in obtaining the goals of ACOG

[360]  gain - a little heavy for an E-mail response. I think the goals should be those that: 1. Promote applications for enrollment 2. Help graduates. 3. Improve school facilities - (when the govt does not or cannot. 4. Improve the AOG organization through upgrading compensation, training, recruitment of skilled people, etc. These may look a lot like your stuff.

[361]  Add somewhere: Conduct a professional market research project to determine the needs of the AOG target market. Also get professional help on how to better market current services.

[362]  specific methods to increase communication with AOG members

[363]  Add to line 4: ... for graduates in the Army and in civilian life.

[364]  Goals 1,2,3,6,7 are very broad for a mature organization and already shoud have been achieved in broad form. Need to develop more specific goals that can create necessary incremental improvements

[365]  I would eliminate "particularly those directed to the Army Athletic Project" in 5b. The AOG is often thought of as a booster club for jocks. The focus should be much wider.

[366]  More benefits/services for all grads (regardless of service ) for civ employment

[367]  We have a new Chairman...these are his stated goals. I would hope that it would include fostering closer working relationships with the so-called Military Alliance,,,TROA, AUSA, etc. In addition, we must find ways to get more grads to subsribe to the Assembly, get on E-Mail, join and participate with their WPS & Class organizations!!!

[368]  #4. Delete the phrase "...in the Army." #6. I have no basis for an opinion on this one. #7. This appears to be too self-serving, and should be deleted.

[369]  I think AOG should focus on two things 1. providing a information to the alumni on how the corp of cadets (not the Sup and AOG) can best be served by graduates and then providing a conduit for those funds/assistance (have we ever asked the cadets what assistance they would like from alumn?) 2. Provide a source of alumni support and assistance. Having been involed in classgiving for 4 years, and listening to my classmates, I believe that AOG comes across as self-serving. Building Herbert hall for themselves and not the Alumn and at the expense of supporting the corp-of-cadets.

[370]  It is important that the AOG be a mutually supportive organization of Graduates, throughout all walks of life. (Most of us are no longer Active Duty, Retired, Reserve, etc.) Single-minded focus on obtaining money from grad's to support the academy alienates many. It is certainly primary, but we are an "Association of Graduates" as well as a USMA Support resource.

[371]  The goals are good "management goals," but they don't address the issues that the Academy is facing within American society. We cannot assume that the Academy will be around forever just because it has been for nearly 200 years. We must continue to actively support it, particularly with Congress and the nation that elects Congress.

[372]  I thik that the AOG should be involved in someway doing some P.R. for the military academy. With fewer and fewer people serving on active duty, somebody out there needs to be keeping the public informed about the contributions of USMA graduates, particulalry if USMA's mission is to provide leaders of character who serve the nation.

[373]  Goals should be added to show how we are accomplishing the mission of furthering ideals and promoting welfare of USMA. Not sure what they should be, but a suggestion is to provide a goal to strengthen the Cadet/Graduates tie to Country as a servant. Current goals are fine to strengthen the Association

[374]  More specific goals that support membership. Specific legislative goals regarding the continuation and promotion of the Academy. The AOG is the right organization to do this. If they do not support these goals, who will?

[375]  No is not accurate. I would like to see more emphasis on how USMA contributes to the Army.

[376]  Put some backbone in the institution and get away from political correctness.

[377]  Does not address supporting the Corps, such as awards, sponsorships, etc.

[378]  Support in finding qualified candidates for admission

[379]  Focus on bringing together a more integrated network to help fellow graduates as they look for new jobs after transitioning out of active Army service or changing jobs as their civilian careers evolve. A much stronger network needs to be developed where graduates can go to get assistance and help in this highly volatile employment environment that we all face in the future.

[380]  a complete AOG packet for grads not in the ARMY.

[381]  Include developing a closer tie to the business comunity

[382]  We don't need the AOG to develop pride. I don't know what an assistance package for active Army officers is? Why so much emphasis on jocks?

[383]  The goals specifically mention graduates in the Army, but say nothing about those outside of it. I don't know this to be the case, but I suspect that graduates in the civilian work force have the greater ability to donate money to AOG.

[384]  These could be adequate if you have acceptable Measurements of Effectiveness. How do you propose to accurately measure success or failure?

[385]  Goals 1, 2, 3, 5(a) and 6 appear vague and non-measurable. How will anyone know when they have been accomplished? I am really less concerned with AAA than with other extra-curriculars (obviously, I wasn't(am not a jock) Different goals Identify reasons why some graduates drop out of sight after graduation. Develop a program to assist graduates transitioning from military to civilian service.

[386]  Goals three should be foremost.

[387]  Impliment a voluntary data base as above described for the mutual benefit of all AOG members.

[388]  recruit top notch athletes

[389]  Agree with developing an assistance package for grads in the Army, PROVIDED that "the Army" includes the reserve components. There is an ever-increasing number of grads in the USAR and ARNG.

[390]  Most of the goals do not seem to have a logical method of measurement (ex. "instill pride"). It seems like they should be re-written so the success can be measured.

[391]  too much emphasis on athletics. Unclear success criteria. employee benefits improvements is usually not a goal.

[392]  Put AOG members in touch with other USMA graduates in their geographic area; provide professional contacts within the AOG for AOG members (e.g., provide a data base of AOG members with similar or compatible professional interests or needs).

[393]  Unsure, as link failed to function on my PC.

[394]  Need to talk about things we actually do, rather than improving communications and relations. Meaningful projects will achieve these results.

[395]  Proposed Goal 1 raises the question "Pride in what?" Proposed Goal 3 is too broad--changes focus from Association of Graduates to Association of the Army. Proposed Goal 4 appears to change us to the fund raising arm of the AAA.

[396]  SEE #15

[397]  See 15 above. Also, the AOG should discourage local societies from promoting civilian career enhancement. Once you could go to the NY chapter meetings and it was tightly focused on USMA needs. Now it is focused on personal career enhancement. There is a need to help graduates who leave the service find civilian employment, but this should not be a primary focus of these organizations.

[398]  The AOG's gaols associated with WP and the membership and those of the AOG staff do not belong in the same management list! One of the more obvious disconnects between AOG members and the AOG is that the AOG is so internally focused.

[399]  Goals #1, #2, and (especially) #4 are unclear: What are the problems being addressed? I would also add goals related to the following problems: 1. Unlike USMA's civilian "competitors" (e.g., the Ivy League), USMA doesn't (can't?) directly address civilian career development. Yet the majority of grads enter civilian careers at a young age, and virtually all by middle age. AOG needs to address overall career issues, not just those associated with Army careers. 2. The Army and the country suffer as a result of the weak relationship between grads and the USAR. AOG should study the relationship between its constituents and the Army Reserve: what percentage enter drilling reserve status, barriers to doing so, etc. Where appropriate, AOG should foster the relationship--a reserve section in Assembly, etc.

[400]  Acknowledging goal 3, continued emphasis on the values(concrete and intangible)added to the American society by the USMA must be a significant goal of the AOG.

[401]  Career transition assistance should be a primary objective of the organization.

[402]  Don't believe the compensation of Employees is appropriate for an annual goal.Board ought to be able to handle that.

[403]  Goals #1, #2, and (especially) #4 are unclear: What are the problems being addressed? I would also add goals related to the following problems: 1. Unlike USMA's civilian "competitors" (e.g., the Ivy League), USMA doesn't (can't?) directly address civilian career development. Yet the majority of grads enter civilian careers at a young age, and virtually all by middle age. AOG needs to address overall career issues, not just those associated with Army careers. 2. The Army and the country suffer as a result of the weak relationship between grads and the USAR. AOG should study the relationship between its constituents and the Army Reserve: what percentage enter drilling reserve status, barriers to doing so, etc. Where appropriate, AOG should foster the relationship--a reserve section in Assembly, etc.

[404]  Encourage participation in reunions and other special events.

[405]  BUT........ what OBJECTIVES have we set to achieve these GOALS? Sounds like there are too many GOALS anyway.

[406]  What about the graduates that are not in the military or retired from the military?

[407]  #3 is particularly good.

[408]  The specific focus on the 'athletic project' ("Assist the WPF in soliciting 2002 gifts, particularly those directed to the Army Athletic Project.") is excessive. I've read the explanations in Assembly and can't find a compelling reason for this kind of focus. I'd like to see it deleted.

[409]  Why is goal 2 needed? Goal 7 is questionable, appears to be self serving and may explain why goal 2 is needed.

[410]  AOG employee benefits/compensation is an implied goal or any organization, and should not be confused with the organizational goals.

[411]  They appear focused on housekeeping and not accomplishments. They need to be supportive of the Purpose Statement given in block 16

[412]  Yes, but: Very general, not measurable, and generally require more time than specified to achieve. What specifically are you going to accomplish. I won't be able to tell if you are successful; how will you know? What is in it for me? Like most graduates, I am no longer in the Military, but want to ensure the Academy is successful. I usually donate to AOG or USMA, but I don't even know where the money goes. I stopped getting the Assembly, because I found, other than the general state of the Academy, it had little information I was interested in.

[413]  no 1 is too tough to measure to be viable. goal regarding member services is too vague. missing a goal regarding promotion of academy image and support to recruiting

[414]  There are graduates in other services! Can't you rephrase your AOG services tosupport those graduates still in military service and eliminate the Army only phraseology.

[415]  I don't remember a lot of emphasis being placed on AOG while I was a cadet. This may have changed, but if not, I would encourage AOG to develop a more identifiable program for introducing cadets to the purposes and benefits of the AOG.

[416]  The goals don't seem nested with the mission statement. They don't seem to fully support furthering the ideals and welfare of USMA.

[417]  I agree with all the goals except number 7. Items 1-6 are in accordance with the "Outreach" function which is inherent in the association's purpose. Item 7 is a "housekeeping" function, albeit something your employees consider important, but one which I do not believe belongs in your goals for the association. That should be listed on somebody's support form as an objective, not a goal.

[418]  Improve Assembly

[419]  What other goals have been actively and/or seriously considered?

[420]  The goals are fine insofar as they go. One additional goal should be to facilitate communication between the graduates and the current administration (Supe, Com, Dean, etc). In particular, I was struck by the Superintendents recent letter in "The Assembly" complaining about the graduates' views on women at USMA. His summarization of their complaints, listed as the "Four F's", trivializes a serious issue. I would have been personally insulted if I had made any arguments to him personally on the subject. He is left with two problems which neither he nor others can explain. First, someone (not the current Supe) changed the USMA mission. The change is serious and significant. While it enables USMA to admit, educate and train some very capable young ladies, it robs the Academy of its previous mission to train officers for the combat arms. How does it then differ from ROTC and other less expensive alternatives? In a time of belt tightening for the Armed Forces, he'd better think about that unless he wants to be known as the last Supe. Second, there are separate standards for men and women. This is a fact of life whether it is stated or unstated. Presidents and Congress cannot issue directives and legislation which modify Nature as it unfolds. The Supe is in the embarassing position of being unable to explain why it was so important for everyone to matricuate equally before whereas it is somehow unimportant now. It is not enough to mention that the women have outstanding academic and leadership records. No one challenges that. Their presence in an institution which heretofore trained leaders for the combat arms is a puzzling question for which he has provided no answer. Nor do I believe he can provide an answer. The fact is that I wouldn't want his job for anything. I think he is trapped in a time period where he can do little else but carry on with the orders to integrate women into the program with as little damage to USMA as possible. What I object to is his trivialization of the arguments of the "old grads" reducing serious arguments to slogans. As he deals with this political issue, he should remember some sage political advice. That advice is, "don't lose your political base." When all is said and done, most politicians in this current environment will opt for expediency. If the Supe has to rally some support from the "old grads", imagine how willing those he insulted will be to rally for any cause. I think the Supe's remarks which were insulting were avoidable with better communications. I can understand his frustration with a very difficult situation, but don't insult your friends.

[421]  Not sure what WPF is.

[422]  ADD; Commission cadet graduates as Lts., Regular Army.

[423]  Develop an AOG assistance package for those graduat